| I received the following email from a part time | | | | envisioned someone who would be able to work |
| employee on January 10th: | | | | their route on their own without my interference. |
| "As of today, I will no longer be able to work for | | | | However, I soon discovered she wasn't a great |
| your company. I apologize for the abruptness of | | | | route planner. She didn't feel comfortable doing |
| this news, but my work schedule has increased | | | | that. She liked it if I suggested her stops. And |
| dramatically after the new year and I am no | | | | much to my delight, she turned out to be an |
| longer available during those times. Thank you for | | | | excellent trouble-shooter when she got to her |
| the opportunity to work with you." | | | | areas. The fact she solved problems on the fly so |
| How do you react when a good employee walks | | | | well was exactly the skill I needed. So what if I |
| out on you? What are your first feelings? The A's: | | | | had to take a little time each week and set her |
| Anger and Anguish? The B's; Befuddled and | | | | route. |
| Baffled or is it the C's; Chastened and Crying? | | | | - Prepare for your employee's departure while |
| Unless the leaving was anticipated you may feel | | | | they're working for you. For example, after I |
| some of the dreaded F word- Fear. Fear on how, | | | | read the email above, I called the person I already |
| when and with whom to replace- not to mention | | | | had in place who could and did take the over the |
| handling the work in the meantime. Following are | | | | duties of the departed. Between the email and |
| some thoughts on ex employees: | | | | contacting the replacement it took me five |
| - Avoid too much consternation. Unless I'm really | | | | minutes to resolve this resignation. In fact, in true |
| taken by surprise, or feel I did something that | | | | "take action and the world comes to your aid" |
| may have caused the person to leave, I tend to | | | | fashion, the replacement person suggested |
| not question when an employee departs (exit | | | | someone she knew if I needed another hire! |
| interviews never saved person one in a | | | | - Treat your people like they want to be treated- |
| company). First of all, would the person even tell | | | | Remember- the way they want to be treated- |
| me if I did something that upset them? Maybe, | | | | not the way you would want to be treated. |
| but my guess is no. That person's already moving | | | | Many managers regurgitate the same old blather. |
| on. And me? To them, I'm yesterday's news. | | | | "People are our best resource. Employees are the |
| Also, everybody has their own paths to follow. | | | | most important asset in or company. We're a |
| So, I figure we shared paths for awhile. Now it's | | | | company that cares about their people." Blah, Blah, |
| over. The universe will to unfold according to plan | | | | Blah. |
| for both of us. I usually say best wishes and | | | | In practice, I found those dreary phrases to be |
| thanks for working with us. That doesn't mean | | | | inverse of what they purport to mean. Their real |
| I'm happy when an employee leaves. In fact, my | | | | meaning is; "If we didn't have to actually hire |
| initial reaction usually is the A's (anger and anguish). | | | | people to work here, we wouldn't!" |
| But the other two A's; acceptance and action | | | | If you have to use a cliché- use this one: |
| quickly supplant them. | | | | "Actions holler louder than words." (I dislike |
| - Treat an employee as you would a cherished | | | | clichés so please forgive my adjustment). |
| relationship. The best definition I've ever heard for | | | | If you demonstrate responsiveness, |
| a relationship is to accept the other's foible's while | | | | thoughtfulness, empathy and clarity- If you take |
| working on your own. Think about it. If both | | | | the time to get to know your employee a little |
| parties are doing that, the manager-employee | | | | bit, words become background noise. That's when |
| relationship stands a good chance of being great | | | | mutual commitment takes over. |
| (Come to think of it, so would a marriage!). | | | | All this won't stop people from walking out the |
| - Play to your employee's strengths not where | | | | door but at least the doorman will get to take |
| they need to improve. For example, I recently | | | | longer naps between openings. |
| hired a coordinator for a part time position. I | | | | |